The purpose of this study is to analyze the impact of intrinsic and extrinsic satisfaction on
workers’ intention to quit. In order to investigate this subject, we have formulated three
hypotheses based on the theory of expectations and two-factor theory. The first
hypothesis states that intrinsic satisfaction decreases worker’s intention to quit. The
second hypothesis stipulates that extrinsic satisfaction decreases worker’s intention to
quit. The last hypothesis states that intrinsic satisfaction has a stronger influence on
worker’s intention to quit than extrinsic satisfaction.
In order to test our hypotheses, we used data collected in a larger study on “ the links
between compensation, training and skills development attracting and retaining key
employees “. The data were collected in an organization in information technology and
telecommunications sector located in Montreal. Newly hired employees were invited to
answer the survey.
The results of our study confirm two hypotheses. Indeed, our results indicate that intrinsic
satisfaction decreases worker’s intention to quit within six months, one year and two
years. Moreover, our results show that intrinsic satisfaction has more influence on
intention to quit than extrinsic satisfaction. However, our results indicate that extrinsic
satisfaction decreases only intention to quit within one year and two years and has no
significant influence on intention to quit within six months. Perceived organizational
support also has an important influence on worker’s intention to quit.
Finally, the conclusion of this study presents how our results can be interesting for human
resources and industrial relations managers.